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Nyu itp lean class 1 2.2.2015

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Nyu itp lean class 1 2.2.2015

  1. 1. Class 1 / 12 January 26, 2015 Jen van der Meer | jd1159 at nyu dot edu Josh Knowles | chasing at spaceship dot com LEAN AT NYU ITP Rockets Sketches borrowed from Harry Allen Design
  2. 2. 6:30 – 7:20 Course overview 7:20- 8:00 Quick concept descriptions business model canvas exercises 8:00 – 8:15 Break 8:15 – 9 ish Guest Speaker: Tammy Kwan, Cognitive Toy Box TODAY:
  3. 3. Jen van der Meer, Adjunct Professor at ITP since 2008 ITP courses + workshops: Bodies and Buildings, Products Tell Their Stories, ITP VC Pitchfest, Reason Street, Angel Investor, Health Data Challenges, Judge for startup competitions, + SVA PoD Josh Knowles, ITP ’07 15+ years as an independent developer/consultant, working with numerous brands and start-up clients (currently under the aegis of Frescher-Southern, Ltd.) ITP TEACHING TEAM
  4. 4. @CHASING
  8. 8. We embrace a creative, iterative, and collaborative approach to making things -- but launching a product out into the world takes a somewhat different set of skills. How do we make sure people want to use what they make? How do we create a business plan to support the idea? Is the idea strong enough to turn into a job -- or a career? LEAN AT NYU ITP
  9. 9. Experiential course in entrepreneurship Informed by Steve Blank’s Lean Launchpad and the NYU Summer Launchpad Accelerator, We are applying the curriculum developed at Stanford and Berkeley for the ITP culture and NYU community. This course has been developed with support from the NYU Entrepreneurship Initiative, and aims to mix the best of the methods from the Lean Launchpad methodology with the best of ITP's culture and practice. BEST OF BOTH
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  13. 13. . ITERATIVE SEARCH FOR A BUSINESS MODEL Students work in self-formed teams of 3-4 to develop their business model and product/service over the course of the semester. The focus of the course is the work of: Customer development, speaking directly to potential customers to help define opportunities that the startup is designed to solve. We’ll go deeper into design approaches to understanding through empathy. Agile development: utilizing UX methods and tools to ground teams in an understanding of how to launch a minimally viable product.
  15. 15. . CLASS TIMEFRAME AND CADENCE Walk through the full canvas Build to MVP, space for iteration
  16. 16. . CLASS TIMEFRAME 2015 2/2 Business Models Customer Development 2/9 Value Proposition Research tools 2/16 President’s Day 2/23 Customer Segments Research Tools 3/23 Spring Break 3/9 Customer Relationships Product Development 3/23 Resources Activities + Costs 3/30 Product Development UX and User Interface Design 4/6 UI UX Part 2 4/13 Product Development User test 4/20 Product development 4/27 Product MVP May! Delicious Celebration Lessons Learned 3/2 Revenue Streams Distribution Channels
  18. 18. MENTOR ROLE • Mentors play an active role in weekly coaching of a specific team of 3-4 students. The role of the mentors is to help the teams test their business model hypotheses, and . • Offer teams strategic guidance and wisdom:  Offer business model suggestions  Identify gaps in the team’s business knowledge and suggest areas of inquiry and customer development that can help address those gap  Guide you through a pivot • Provide teams with tactical guidance every week:  Review teams’ weekly presentation before they present in person or over skype/hangout  Comment weekly on teams’ project blog  Respond to the teaching team’s critique of their team  Offer network help: “Why don’t you call x? Let me connect you” but their job is not to build your network for you  Coach the teams to make 5 to 10 customer contacts/week  Check in with teaching team twice over the semester to discuss student progress
  19. 19. TEACHERS, MENTORS AND ADVISORS • Why we are doing this? We all see this class as an opportunity to help the startup ecosystem of NYU, and NYC • Teachers are here to provide guidance and support and ensure you can grasp the practice of customer development and agile development, and get to an MVP • Mentors have volunteered to coach a specific team – and provide guidance with business model development, and prioritizing features for the MVP • Advisors have volunteered to be on hand to answer your questions, provide specific expertise, and connect you to who you need to know • Some have experience in Lean, others are here to learn more about lean and contribute
  20. 20. MENTORS + TEAMS Team matchup for next week John Krasnodebski, Shutterstock John Bachir, Medstro Sarah Krasley @sarahkrasley Autodesk, Sustainability, Berkeley
  21. 21. WHAT TO EXPECT OF MENTORS • Proactively set up office hours here or at their convenience • Mentors are available to help you through the work of determining your business model, working through the business model canvas • Mentors will help connect you to people you need to meet during customer development (but this responsibility is ultimately yours) • Later on in the semester, as you continue customer development but move forward to launch an MVP, mentors are there to coach you through timing, priorities, and pacing • They are coaches, but not minders – you have to do the work of orchestrating to fit into their schedules
  22. 22. WHAT TO EXPECT OF ADVISORS • Advisors are likely time constrained, but eager to help • Advisors are available for counsel and advisory, and connections • We’ll publish a contact list but lean on us to make the first intro and set context, as each advisor has their unique perspective and constraints for availability • Advisors based in NYC will come to the Lessons Learned day at the end of the semester
  23. 23. WHAT TO EXPECT OF TEACHERS • We are here to help – reach out whenever you need it within reason. • Office hours Jen: 5-6 on Mondays, (but schedule) or schedule time at my office in Meatpacking: jd1159 at nyu dot edu • Josh office hours: 5-6 on Mondays
  24. 24. WHAT WE EXPECT FROM YOU • Humility • Ask for help • Tell us who you need to meet with – someone here knows the person you need to find • Motivation to try your hand at entrepreneurship • Look at the videos, they are short • Get the book, it’s a nice book to have, and it has drawings • At least 5 interview with customers, per week • (Last year every team did way more than that) • Flexibility and collaboration working on a buildable MVP
  26. 26. . WHAT IS A BUSINESS MODEL? A business model describes the rationale of how an organization creates, delivers, and captures value… for companies, customers, and society Business model canvas : can become a shared language that allows you to easily describe and manipulate models to create new strategic alternatives Described through 9 basic building blocks that show the logic of how a company intends to make money Business Model Generation Alexander Osterwalder
  27. 27. BUSINESS MODEL CANVAS Who are our key partners? What key activities do our value propositions require? What key resources do our value propositions require? Which one of our customers problems are we helping to solve? What needs are met? What is the product/service ? How will we get keep and grow customers? Through which channels do our customer segments wish to be reached? For whom are we solving a problem / needs met Who are the customers Does the value proposition match the need Single sided or multimarket? CONCEPT HERE What are the most important costs in our business model? What is the revenue model? What are our pricing tactics? For what value are customers willing to pay?
  28. 28. THE SHIFT – FROM PUSH AND MARKET TO CUSTOMER DEVELOPMENT 28 The Four Steps to the Customer Epiphany by Steve Blank
  29. 29. The Customer Development process changes the way startups are built Startups are not smaller versions of large companies A startup as a “temporary organization designed to search for a repeatable and scalable business model” • Co-founded 8 startups. • 1996: E.piphany • 1998: $3.4 MM sales • 1999: IPO raised $72 MM • Author of Four Steps to the Epiphany, Startup Owner’s Manual FIRST CAME STEVE
  30. 30. Continuous customer interaction A startup is an experiment A hypothesis to be tested Assume customer and features are unknowns Low burn by design Are we on the path to a sustainable business• Founded IMVU • Parallels between Lean and Agile, caught fire in the startup community for software businesses, particularly mobile and SaaS models. THEN CAME ERIC
  31. 31. 31 WHAT CAME BEFORE STEVE AND ERIC Lean Manufacturing Total Quality Management Kanban Continuous Improvement Agile
  33. 33. The Kanban Method respects the human condition. People resist change for emotional reasons. When change affects their self-image, self-esteem, or position with a social group, people will resist and the resistance will be emotional. The Kanban Method adopts the Zen Buddhism concept that "water goes around the rock." Hence, it focuses on changes that can be made without invoking emotional resistance, while visualization and limiting work-in-progress raise awareness of deeper issues allowing for an emotional engagement that helps to overcome resistance. Now take a deep, cleansing breath. Again. 33 KANBAN
  35. 35. We’ll work on integrating design thinking practices Deeper UX methods Ethnography, particularly participant observation Customer interview techniques To get us deeper into unmet needs, latent and hidden needs Over the course of the semester And contributing back to how Lean LaunchPad evolves 35 LEAN IS NEW AS A MOVEMENT, AND IS EVOLVING
  37. 37. FOR NEXT WEEK
  38. 38. . STEP 1: CUSTOMER DISCOVERY Customer discovery translates a founding team’s vision for the company into a hypothesis about each component of the business model and creates a set of experiments to test each hypothesis. Customer discovery is not about collecting features lists from prospective customers or running lots of focus groups. The founders define the product vision and then use customer discovery to find customers and a market for that vision. -Steve Blank, The Startup Owner’s Manual
  39. 39. Total addressable market Total addressable: how big is the universe? Served available market: how many can I reach with my sales channel? Target market: who will be the most likely buyers? Served available market Target market ESTIMATE YOUR TOTAL ADDRESSABLE MAKRET
  40. 40. . NEXT WEEK PREP: Alexandar Osterwalder on Business Model Canvas Video Read: Business Model Generation pp. 14-49. Video Lecture: Value Proposition Talk to at least 5 potential customers. Post first discovery narratives on your team blog.
  41. 41. . NEXT WEEK PRESENTATION: Prepare a presentation – guidelines below: · Cover slide · Latest version Business Model Canvas with changes marked · Market size (TAM, SAM, Target Market) Total addressable: how big is the universe Served available market: how many can I reach with my sales channel? Target market: who will be the most likely buyers? · Propose experiments to test your value proposition. What constitutes a pass/fail signal for each test?

Hinweis der Redaktion

  • http://harryallendesign.blogspot.com/2012_06_01_archive.html
  • ask yourself what you want and then you work backwards
  • Business model – the rationale of how an organization creates delivers and captures value
  • How to define, think, and draw a business model. Us e this as a tool to sketch out your business model. Take time to think about the alternate possibilities. Ask yourself difficult questions.
  • Mainstream management principles are not suited for the chaos and uncertainty that startups must face.

    Prior to lean manufacturing – managers would focus on the utilization rate of a machine.

    If a startup builds something that no one wants, it doesn’t matter if it’s on time and on budget.
  • Revenue goals from the first day.
    No scaling until revenue. Are we on the path to a sustainable business.

    Speed wins.

    Get to each pivot sooner.
  • http://lifeasahuman.com/files/2011/01/4183278431_9e130bcda5_b.jpg
    Water goes around a rock
  • http://lifeasahuman.com/files/2011/01/4183278431_9e130bcda5_b.jpg
  • http://agilelion.com/agile-kanban-cafe/agile-and-lean-influences-where-did-kanban-scrum-scrumban-come-from
  • Estimating TAM and SAM and target market is a good starting point for the
    market size hypothesis. Customers will help turn these hypotheses into facts.